innovation and ict

1 Heerlen, February 22nd 2010

INNOVATION AND ICTGASTCOLLEGE@HSZUYDBRING IDEAS TO LIFE

JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT

PUBLIC

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INTRODUCTION

INNOVATION AND ICT

Jean-Pierre Beelen– Director Minor ICT Management– Lecturer

– Principal Consultant Getronics– Background

• Business Informatics• > 20 years experience ICT Management• > 10 years experience (Sales)Consultancy• > 10 years experience Solution / Services Marketing

– Specialism• Business Development• Marketing and Portfolio analysis• ICT Management

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AGENDA

• INTRODUCTION• CHANGING WORLD• WHAT IS INNOVATION?• PRODUCT VALUE• WHY INNOVATION?• WAYS TO INNOVATE• TYPES OF INNOVATION• INNOVATION PROCESS

– INCREMENTAL– CO-CREATION

INNOVATION AND ICT

A

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LIFESTYLETRENDS

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WHAT IS INNOVATION?

INNOVATION AND ICT

Innovation is a new way of doing something or "new stuff that is made useful“. It may refer to incremental

and emergent or radical and revolutionary changes in thinking,

products, processes, or organizations

Wikipedia

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PRODUCT VALUECOMPETITIVE STRATEGIES

INNOVATION AND ICT

Treacy en Wiersema

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COMPETITIVE STRATEGY: BRAND

INNOVATION AND ICT

Brand in 1950

Core elements dominant

Layer of meaning

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Brand in 1950 Brand today


The whole market

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BRANDS POSITIONED BY COMPANIES

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BRANDS AS SEEN THROUGH THE EYES OF THE AUDIENCE

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BCG MATRIX: TYPES OF PRODUCTS

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WHY INNOVATION?

INNOVATION AND ICT

It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change. Charles Darwin


‘Skate to where the puck is going, not to where it is’

Wayne Gretzky

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WAYS TO INNOVATE

INNOVATION AND ICT

• Incremental innovation introduces relatively minor changes to the existing product, exploits the potential of the established design, and often reinforces the dominance of established firms. Although it draws from no dramatically new science, it often calls for considerable skill and ingenuity and, over time, has very significant economic consequences.

• Modular innovation changes a core design concept without changing the product's architecture.

• Architectural innovation changes a product's architecture but leaves the components, and the core design concepts that they embody, unchanged.

• Radical innovation, in contrast, is based on a different set of engineering and scientific principles and often opens up whole new markets and potential applications.

Source: Henderson & Clark, 1990, Architectural Innovation,

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INCREMENTAL INNOVATION

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MODULAR INNOVATION

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ARCHITECTURAL INNOVATION

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RADICAL INNOVATION

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Types of innovation?

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technology innovation

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process innovation

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product & service innovation

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business model innovation

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INNOVATION ADOPTION CURVE

INNOVATION AND ICT

“Innovators” “Early adaptors” “Early majority” “Late majority” “Laggards”

“The C

hasm

”

ParadigmShift

EMERGING

Grab theMarket

INNOVATION

Strategic Investment

• Next wave of technologies we want to lead

• Expected to move to “global

specialization” in 12 months

• High Revenue, Decreasing Margin

• Global drive for market share growth and profitability

• Possess delivery capabilities,

strong credentials • High margin, global

opportunity • Aspire to become

famous • Grab market share• Productivity and reuse frameworks begin to mature

VOLUME

IndustrializedProfit

GLOBAL SPECIALIZATIONProfitableGrowth

• Invest ahead of the curve to dominate on the market later

DIVEST

Asset Reallocation

• Commodity market• Drive for

outsourcing of capability

• Reskilling & redployment of assets to meet new market demands

1 Source: „Inside the Tornado“ by Geoffrey A. Moore

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THE INNOVATION PROCESS: SIMPLE VISION, HIDDEN COMPLEXITY

INNOVATION AND ICT

Generate Ideas Focus Educate Stimulate Capture

Evaluate and Select Assess relevancy Frame, aggregate ideas Quantify value Prioritize

Develop and Implement Confirm market, impact Organize project Develop and test Integrate with existing operations

Recognize and Learn Reward innovators Analyze learnings Improve processes Review opportunities

Culture, Discoveries,

Hunting,Gathering

Valley of death

Too many ideas

Fix broken processes

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PRODUCT DEVELOPMENT

PROCESS

INNOVATION AND ICT

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PRODUCT DEVELOPMENT PROCESS

Process steps & deliverables

ScopingGATE

Buildbusiness

case

GATE

Go/No-go Go/No-go

Build & deploy

GATE

Go/No-go

GATE

Go/No-go

Testing & validation

Go/No-go

Launch & review

GATE

Idea

Fast track

ControlledDocuments

Discovery

Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Logical peaces defined as phases with each clear deliverables and budget

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SOLUTION DEVELOPMENT PROCESSPHASE 0 - DISCOVERY

INNOVATION AND ICT

Idea evaluation

No Go

Concept Definition

Idea

Concept Definition Document

Next Stage PlanPlan activities next stage

Gate 1Request to go to next phase

Approved

Denied

Record Denied Idea

Denied Idea History Log

Idea Merit Index

Short description and a quick check of idea against predefined criteria.

Concept Definition – captures:- Short description of the idea or concept, what it is and how it works- Target market- Key value proposition- Window of opportunity- Benefits to target market, customers and Getronics- The business opportunity from technical, operational, partnering perspective- Identification of any show stoppers

Idea evaluation – Validation of idea against Idea History log and ranked against criteria:- Strategic fit- Market attractiveness and size- Complexity of technical feasibility- Complexity of organisation feasibility- Competitive advantage

Plan activities next stage – Project plan for the next stage and required resources.

Gate 1 – Go/No Go to go to the next stage based on the outcome of the idea evaluation and approval of the Next stage plan and requested resources.

Record Idea – Record denied idea information in the Idea History Log document for future reference.

Next phase

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SOLUTION DEVELOPMENT PROCESSPHASE 1 - SCOPING

INNOVATION AND ICT


Technical Assesment

Market & Solution Definition Document

Technical Architecture Document

Impact Analysis Score Card

Market Assesment

Preliminary Financial

Assesment

Project Plan next Stage

Initial Financial Business Case

Plan activities next stage

Denied

Approved

Operational Assessment

Operational Model

Denied Idea History LogRecord Denied

Idea

No Go

Next phase

Previousphase

A quick investigation on market potential of idea and sculpting of the project.

Market Assessment – addressing: - Addressable market, size and segmentation- Solution description and portfolio fit- Customer needs versus value proposition

Technical Assessment – addressing: - Likelihood of technical feasibility- Architecture design, construction and development- Possible partners and products- Compliance to FRW and security standards

Operational Assessment – addressing:- Operational tasks- Inventory of organisation- Regulatory and legal governance- Compliance to standard tooling

Preliminary Financial Assessment – addressing: - financial elements- rough financial projection

Impact Analyses – addressing:- Fit to Portfolio Strategy, Road Map and Business Plan- Likelihood of positive return and business risks- Likelihood of technical feasibility- Fits regulatory landscape and/or legal policies- Impact on organisation and resourcing

Plan activities next stage – Project plan for the next stage and required resources.

Gate 2 – Go/No Go decision based on the outcome of Impact Analyses (Score card), approval of the Next stage Project plan and requested resources.

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The detailed homework and upfront investigation work on business viability of the idea and scoping of the project.

Market Analyses & decisions – addressing:- Market entry strategy decisions on marcomms- Product positioning, win statement and pricing policy- Channel strategy and cost of sales

Interviews & Trial Customer Selection – addressing: - Conducting customer interviews- Concept testing with customers- Selection of Trial Customer(s)

Technical Analyses & decisions – addressing:- choice of Partner and Product- Costing of components- Final Architectural design and evolution

Operational Analyses & decisions – addressing:- Decision on Delivery department- Resource forecast and costing

Detailed Financial Analyses – addressing:- Financial projections- Risks and sensitivity analyses- worst case, best case, most likely senario- Project prioritisation

Gate 3 – Go/No Go decision based on:- Quality check on the deliverables- Outcome of the Business Case- Evaluation and approval of the Next stage Project plan.

If a Go an approval is given to form a project team to complete the next stage.

SOLUTION DEVELOPMENT PROCESSPHASE 2 – BUILD BUSINESS CASE

INNOVATION AND ICT

Next Stage Plan

Detailed Financial and Business

Analysis

Technical Analyses and

decisions

Market Analyses and decisions

No Go

Business Case

Plan activities next stage

Denied

Approved

Financial analyses Report


Operational Analyses and

decisions

Interviews & Trial Customer(s) seclection

Customer List

Record Denied Idea

Denied Idea History Log

Response to RFPVendor Selection process

Next phase

Previousphase

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SOLUTION DEVELOPMENT PROCESSPHASE 3 – BUILD & DEPLOY

INNOVATION AND ICT

The actual design and development of the new Solution.

Technical Dev. & Imp. – All activities that are required to design, build and test the new product/service according to specification incl. Operational Support Systems (OSS) and training personnel if required.

Process Dev. & Imp. & Tr. – Development and implementation of all processes required to sell, build, deploy manage and support the new solution during its life cycle. Configuration of Business Support Systems (BSS), Operational Support Systems (OSS) and development of business reports. Training of process, process interlocks and tools.

Marketing Dev. - The development of Sales guide, Sales & Support training program, Customer presentation, Pricing model, Order form, Contract (GTC, description, SLA), Proposal text, Folder/Leaflet/Factsheet, Advertising text/picture/photo/video, Marcoms and Sales Channel Strategy.

Operational Readiness Test (ORT) – Internal operational walk through of the process from sale-order-delivery-invoice-maintenance & support.

Improvement Process – Fix problems which occurred during the ORT within mandate of the project and update documentation.

Gate 4 Request to go to next stage – In this process the Council validates the project deliverables (quality), outcome of the ORT, Updated Business Case (Financial) and next stage plan (resources and timelines).

Project Stopped – extreme situation, problems could not be solved and keep the business case positive.

Next phase

Previousphase

Operational Readiness Test

(ORT)

Design Documents

Test Results & Recommendations

Detailed workinstructions

Marketing Collateral


Technical Development & Implementation

Process Development &

Implementation & Training

Marketing Development &

Planning

System Functional Requirements

Sales Plan

BI Reporting Requirements


Approved

Denied

Project Stopped

Improvement Process

Marcomms Briefing

Test DocumentsInstallation & Configuration

Guidelines

Service Component (SC)

Description

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SOLUTION DEVELOPMENT PROCESSPHASE 4 – TESTING & VALIDATION

INNOVATION AND ICT

Execution Customer Trial

Evaluation Results

Trail Results Analysis


Trial Analysis & Recommendations

Improvement Process


Denied

Project Stopped

Approved

Customer & Internal Evalution

Next phase

The verification and validation of the delivery of the new Solution to a customer.

Execution Customer Trial – First sale which follows the complete process from contract-delivery-billing-support-collections..

Customer & Internal Evaluation – capturing:-What went well and what went wrong- Recommendations- Additional functionality - Must have fixes and nice to haves- Validation of value proposition

Trial Results Analysis – Customer evaluation results and are analysed and impact classified

Improvement Process – Fix problems which occurred during the Customer Trail within mandate of the project.

Gate 5 Request to go to next stage – In this process the Council validates the project deliverables (quality), outcome of the Customer Trail and next stage plan for the commercial launch of the new Solution.

Project on hold – extreme situation, major show stopper(s) occured during the customer trial.

Previousphase

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SOLUTION DEVELOPMENT PROCESSPHASE 5 - LAUNCH

INNOVATION AND ICT

Sales Training

END

Publishing Sales Collateral on Intra-

& Internet

Hand-over to Portfolio Life

Cycle Process

Trend Business Case

compliant?

Yes

No

Monitor Performance (KPI)

CampaignsEventsAdvertising

Execution Sales Plan

Execution Delivery & Support

Execution Marcoms

Mailing

Execution Billing & Cash

Collection

Leads

Contracts

Printing & Distribution Marketing Collateral

CaseFactsheet

LeafletFolder

Quality Improvements

Previousphase

Full commercial launch of the new Solution.

Sales Training – Training of the sales, sales support, bid management and delivery organisation(s) addressing ins and out of the new solution, target market, positioning, competition, pricing and procedures.

Printing and Distribution Market Collateral – Printing of material and distribution to the designated sales contacts.

Publishing Sales Collateral on Intra- & Extranet – Internal and external communication of the new Solution via the web, posting of documents; Sales Brief, Quick Reference guide, Customer Presentation, Standard Proposal, Contacts and news message.

Execution Marcoms – External communication to promote the new Solution to generate sales leads.

Execution Sales Plan – Execution of Sales plan turning leads in to contracts and manage targets against business case. Activate sales incentive plan.

Execution Delivery & Support

Execution Billing & Cash Collection

Monitor performance – The KPI’s of the end-to-end process sales-delivery-billing-support-Cash collection is monitored closely to spot issues quickly.

Quality Improvements – Corrective actions taken quickly when issues arise

Hand-over to Product Life Cycle Process – Process for developing new variants and releases.

END – Portfolio Development Project ends. Lessons learned are documented and Post Project review plan created for review of the Business Case against actual in the near future.

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CO-CREATION

INNOVATION AND ICT

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APPROACH

INNOVATION AND ICT

Brainstorm on external and internal co-creators

Mainactivities/goals

Outcome Inspiration Exploration Areas, new teams

Ideas ready for co-creation

Define evaluation criteria

Longlist exploration areas

Selection high potential areas

Present idea sheets

Get feedback on and rate concepts

Discuss co-creation next steps

Internal people involved

External people involved

Present ideas, vision so far

Co-create: Vision, Opportunities, Concepts, Approach

Get developed concepts: impactful and relevant

Optimise concepts and choose ones to present

Present best concepts to board

Project introduction

Topic discussion

Presentation co-creation

Co-created concepts Feedback on concepts. GO?

Make idea document, test w/ min. 2 people

Homework Test developed concepts further w/ min. 5 people

Matchmaking - Project Explore teams

Present ideas, vision so far

Co-create: Vision, Opportunities, Concepts, Approach

Get developed concepts: impactful and relevant

Co-created concepts

Test developed concepts further w/ min. 5 people

Core explore team

Internal feedback Internal Getronics joining co-creation &

testing

External experts and customers joining co-creation & testing

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THE PROJECT EXPLORE ‘SWEET SPOT’

INNOVATION AND ICT

The sweet spot is the starting point for the development of ownable, end-user centric, future-proof concepts for Getronics.

PRIVATE LIFE

WORK LIFE

IT TELECOM

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/ Baseline BP Communication 0.1

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PROJECT EXPLORE 2009 – GEO+

INNOVATION AND ICT

BEST CONCEPTS FOR GETRONICS

CLOUD+• ‘BUSINESS APP-STORE’• Self service portal for company

apps with employee benefits

SOCIAL+• ‘GETRONICS GARDEN’• Internal idea seeding, growth and

harvesting in a supportive environment

GEO+• ‘COLLEAGUE FINDER’• Efficiently arrange meetings with

colleagues, based on time & place

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INNOVATION AND ICT

GETRONICS GEO+ CHALLENGE

DISCUSSION TOPICS

• Don’t change the world, but make it work. Know what is happening and use it.

• Connect the Dots like no one else can. Clients trust Getronics.

• Create momentum internally: a shared understanding of how to get from A to B.

• Go from service integrator to service aggregator.

• Sell a concept, not a product.

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CONCEPTS

INNOVATION AND ICT

THE NEW HUMAN

VIRTUAL COMPANY

COLLEAGUE FINDER

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INNOVATION AND ICT

‘COLLEAGUE FINDER’

WHAT IS IT?

Efficiently arrange meetings with colleagues, based on time & place

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INNOVATION AND ICT

WHAT MAKES IT HNW?

Solves real needEase of life

Workspace integration

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One platform to work more

efficiently with colleagues

Easy try-outs, use existing technology

Low investments

Expand with additional paid

services*

COLLEAGUE FINDER

*traffic info, personal expertise overview, proximity notifications, etc.

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Extension option: full-

service agenda product

COLLEAGUE FINDER

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MOCCA LITE – MOBILE APPLICATION

INNOVATION AND ICT

MOCCA Lite (working title)• MO ->Mobile Colleague • C -> Colleague• CA-> Calendar• L(ite) -> Locations

MOCCA Lite is a unique mobile concept combining geographic location of both user and colleagues within the Active Directory of an organization and Calendar features.

The application at this point is a demo version in a real live Microsoft Exchange 2007 environment

Currently, the application consists of basic BUT UNIQUE features

The project is suitable for any mobile platform

The application has been developed in close cooperation with preferred supplier Sywan.

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CURRENT FEATURES

INNOVATION AND ICT

UNIQUE CONCEPT OF COMBINING MICROSOFT EXCHANGE AND iPHONE• Outlook Exchange Calendar• Exchange Active Directory• Geographic location• Colleague and user availability• On browsers, iPhone, Windows Mobile, Android and Symbian• And more to come ….

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JEAN-PIERRE BEELEN / PRINCIPAL CONSULTANT

[email protected] /È +31 (0) 6 520 508 70

PUBLIC

PERSONAL PERFORMANCEBUSINESS RESULTS